Since the pandemic, the number of employees resigning voluntarily has increased by as much as 25 percent. Many employers have had difficulty filling vacancies since then. However, many still use the same methods to attract and retain talent. Does the new approach work better? McKinsey has identified five talented people who are currently active in the workforce. In this article you will find out what these are and how to get them on the plane and keep them on the plane.
Why leave the talent?
Learning how to optimally attract talent only makes sense if you also know how to retain that talent. What makes employees decide to leave? The table below shows that the vast majority do so because they do not get enough growth and development opportunities. In addition, issues such as: lack of inspiring leadership, inadequate wages, lack of meaningful work and unrealistic expectations are all critical factors. The various reasons that have been mentioned for resignation, by the way, can be completely prevented by setup process correctly. However, for others, you will have to dig deeper into the organization to get to the root of the problem.
Employment now requires a personal approach
The pandemic has caused many professionals to rethink their career path and become more critical of what they look for in an employer. Often, traditional incentives such as salary, titles, and promotions are no longer enough to attract employees. New generations in particular place more and more value on a strong personal connection to the values promulgated by the organization. But of course there are still mutual differences between exactly what today’s talent is looking for in an employer. This is reflected in Mackenzie’s five talented personalities.
The Five Talents
Most potential new employees currently expect more from their employer than a good salary. But what exactly? Below we share the five talented individuals currently finding themselves in the job market and their needs. This way you know exactly what you should focus on as a business owner to improve your position as a business owner.
Talent in this category is career-oriented and values a healthy work-life balance. However, this type is not averse to compromising in favor of their job. They are excited to work full time for a large organization and be rewarded with a competitive salary, good title and other forms of compensation. As long as your organization’s offer is better than the current employer’s offer for a traditional employee, there is a good chance that person will be persuaded to switch.
Do it yourself
This group of talents mainly consists of people between the ages of 25 and 45 and is currently the largest group on the list. They value flexibility and how important their work is. Many people in this group chose their money’s worth during the pandemic and started working as a self-employed person, part-time employee, or independent handyman. Organizations will have to convince the do-it-yourselfers that what they have to offer is only as good as what the do-it-yourselfers created for themselves. But as long as you can provide flexibility and a meaningful career, these people are also willing to make the change.
Caregivers are generally women between the ages of 18 and 44. During the pandemic, they chose to stay home and ride out the storm. Some of them are actively looking for a new challenge, others are more passive; Waiting for the right turn. In addition to good compensation, this group is looking for flexibility, the opportunity to develop themselves further and to support the wellbeing and health of employees. Employers often forget to include the latter in their talent show. What about the physical and mental health of your employees and colleagues?
Perfectionists are the smallest group of talents on the list and are the most “demanding”. With ages ranging from 18-24, these (former) students and part-time workers are not tied down with a mortgage, children, or other major responsibilities. They are not looking for a high salary, they are looking for: flexibility, development opportunities, career opportunities, meaningful work and a community of trusted and supportive colleagues. Organizations should offer this group a diverse, inspiring and inclusive work environment with a good dose of flexibility.
At the other end of the spectrum are relaxants. This group consists of retirees, job seekers, and people who just want to return to work under the right circumstances. People in this group often take the traditional career path and are not looking for compensation to live on. Post-pandemic, there is also a trend within this group to get out of retirement and back to work. For relaxation, purposeful work from which he or she draws energy is most important.
Adaptability is essential
Obviously, employee needs change and not everyone is motivated the same way to get a (new) job. So employers will have to move with it. This way you have a better chance of attracting new talent and retaining your existing employees. As can be seen from the figures above, money does not always bring happiness. Organizations must adjust their recruitment methods accordingly. Our top tip? Carefully check out the combination you are dealing with and make sure you are offered more than one attractive pay slip at the end of the month. In addition, file Pre and onboarding process Help you set the right expectations and prevent employees from leaving again in six months.
Studytube Learning & Development Monitor 2022
At least 63% of HR professionals indicate that there is (too) a lot of untapped potential in their organizations. Essential learning resources are often available, but development is not a top priority for 52% of companies. Curious about the most interesting findings from our annual report? Read L&D Monitor 2022