{"id":12444,"date":"2021-09-04T11:23:53","date_gmt":"2021-09-04T15:23:53","guid":{"rendered":"https:\/\/ioadvisory.com\/?p=12444"},"modified":"2021-10-20T10:10:18","modified_gmt":"2021-10-20T14:10:18","slug":"recruiting-talent-pandemic-retention","status":"publish","type":"post","link":"https:\/\/ioadvisory.com\/blog\/recruiting-talent-pandemic-retention\/","title":{"rendered":"New Rules for Hiring and Post Pandemic Retention (Part One)"},"content":{"rendered":"

The 2021 Big Quit: Part One<\/strong><\/p>\n

 <\/p>\n

\"pandemic<\/a>The Great Resignation. The 2021 Turnover Tsunami. The Big Quit. Whatever you want to call it, many workers — both blue and white-collar– are leaving, or seriously considering leaving their jobs. It\u2019s happening in every sector; some sectors have already suffered a mass exodus. I believe that some of this churn is because so many people have been forced to re-evaluate many other important things during the pandemic, and work got thrown into that same cycle of rethinking.<\/p>\n

\"for<\/a><\/p>\n

Now, in fairness, the \u201cquit rate\u201d has been steadily increasing over the last decade, but the uncertainty of the first wave of the pandemic brought on a massive dip in the number of job-quitters in April 2020. However, this has been followed by a massive spike in turnover a year later in Spring\/Summer 2021.<\/p>\n

We\u2019re seeing an employee-driven job market right now. People are feeling empowered and ready to leave for more money, better benefits, and\/or better flexibility and work\/life balance.<\/p>\n

As companies start to plan a return to the workplace, those who are used to working from home are asking \u201cWhy?\u201d Although it is counterintuitive, with more and more workplaces anticipating a return to the office, employee turnover is expected to rise even higher. Pandemic retention has become tricky.<\/p>\n

Employees who are part of underrepresented groups are also seeking workplaces where they feel more welcome<\/a>.<\/p>\n

 <\/p>\n

Are your employees quitting?<\/strong><\/p>\n

Depending on the profession, losing an employee can cost tens of thousands of dollars. If you\u2019re losing multiple employees, you could be looking at costs well over $100,000. The costs of identifying, interviewing and onboarding new candidates, combined with the cost of lost productivity will be a big financial hit. According to a study published by the Society for Human Resource Management, losing a single employee can cost you six to nine months of your former employee\u2019s salary to identify and onboard their replacement.<\/p>\n

\"\"<\/a>Most people don\u2019t quit their jobs on a whim. There are likely significant reasons why people are leaving<\/a> your organization. It takes a lot to decide to start to look elsewhere, submit applications and attend interviews, and it takes even more to accept an offer. Employees will remain with a company through all kinds of challenges and difficulties until something finally forces them to leave. A decision to leave isn\u2019t made lightly.<\/p>\n

A common reason someone leaves a job is that they’re not getting the career fulfillment<\/a> and development they want. Now more than ever, it’s worth ensuring that you’re taking the time to assess your employees\u2019 development. Are you offering them genuine opportunities to learn and develop on the job, access training, mentorship, and offering real opportunities for career development and progression?<\/p>\n

 <\/p>\n

What Got You Here, Won\u2019t Get You There<\/strong><\/p>\n

Conventional solutions from the past probably won\u2019t solve your current hiring and pandemic retention challenges. It\u2019s time to revisit your assumptions. Instead of focusing on your past practices or other cookie-cutter solutions, ask the right questions to get the right answers for your organization.<\/p>\n

Most people have unconscious biases that predispose them to favour people who look like them. One implication of this is that people who are in positions of power tend to look, sound, and think in similar ways.<\/p>\n

It\u2019s still harder for women\u2014and for women of colour in particular\u2014to establish networks that can help them navigate their careers in predominantly white and\/or male industries and organizations.<\/p>\n

But the data is showing more and more that today\u2019s most successful and impactful companies are also the most diverse.<\/p>\n

\"\"<\/a>In the same vein, many hiring managers and business owners are preoccupied with \u201cHiring for Best Fit\u201d<\/a> and preferring employees who they feel are a good match for the existing organizational culture. They place too much emphasis on hiring people who should be able to blend right in, relying too much on their gut instinct. This leads to a very quick, superficial\u2014and if we\u2019re being honest, a lazy\u2014hiring process. In my opinion, the better strategy is to hire someone who can best contribute high-quality work.<\/p>\n

\"\"<\/a>Likewise, if you have a reputation for \u201chiring for best fit<\/a>\u201d, and an inequitable pattern of promoting employees, you\u2019re also likely repelling highly qualified, talented candidates who feel they don\u2019t (and can never) fit the mold, and won\u2019t bother giving your organization serious consideration.<\/p>\n

With pandemic retention becoming more and more challenging, the time has come for leaders to be honest about their company culture.<\/p>\n

Check back soon for Part Two<\/a> of this blog.<\/p>\n

 <\/p>\n

Are you ready to go beyond writing a Diversity Statement, setting up a Diversity and Inclusion Committee, or offering some basic training to your workforce? Are you an employee who is seeking a more inclusive workplace?<\/strong> Dr. Helen\u2019s training in Work and Business Psychology (officially known as Industrial and Organizational (I\/O) Psychology<\/a>) means she is a genuine expert in evaluating work-related behaviours. She uses those skills to help hiring managers tell the difference between people who say the right things during interviews and people who actually deliver on the job. Plus, she knows how to do it inclusively.<\/p>\n

 <\/p>\n

Reach out today for a free and confidential initial consultation by phone<\/a>, email, or via direct message on Twitter<\/a>, Facebook<\/a> or LinkedIn<\/a>.<\/em><\/p>\n

\u00a0<\/em><\/p>\n

More than career coaching, it\u2019s career psychology\u00ae.<\/em><\/p>\n

\u00a0<\/em><\/p>\n

I\/O Advisory Services Inc.<\/a> \u2013 Building Resilient Careers and Organizations.\u2122<\/p>\n","protected":false},"excerpt":{"rendered":"

Conventional solutions from the past probably won\u2019t solve your current hiring and pandemic retention challenges. It\u2019s time to revisit your assumptions. 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