๐๐ป๐ณ๐ผ๐ด๐ฟ๐ฎ๐ฝ๐ต๐ถ๐ฐ: ๐๐๐ฅ๐ข๐ ๐๐ฒ๐ ๐ข๐ป ๐๐ป๐ฐ๐น๐๐๐ถ๐ผ๐ป ๐๐ผ ๐ฅ๐ฒ๐๐ฎ๐ถ๐ป ๐ง๐ฎ๐น๐ฒ๐ป๐ ๐ฎ๐ป๐ฑ ๐๐ฎ๐๐ป๐ฐ๐ต ๐๐๐ฏ๐ฟ๐ถ๐ฑ ๐ช๐ผ๐ฟ๐ธ
As work shifts into a new chapter, CHROs are facing 2 critical challenges at once: retaining employees and leading the charge on making hybrid work a success. First, thereโs the great โemployee exodus,โ with two-thirds (65%) of employees saying theyโre looking for a new job โ up from 36% in our workforce survey in May. With a tight labor market and 10.1 million open jobs in the US, this raises a significant challenge for HR leaders in terms of both recruiting and retention. Second, thereโs the new world of hybrid work, where HR is at the forefront on everything from managing rotating schedules to mitigating the risk of remote work inequity โ the idea that those who work remotely will end up being passed over for promotions or stretch assignments in favor of on-site employees.
Building leadership in a hybrid world tops CHROs agenda. CHROs see inclusion and inclusive leadership as key to addressing both challenges: Create a work environment where people feel valued and can be themselves, with leaders who are empathetic and provide equal opportunities and resources to everyone, and theyโre less likely to want to leave. More than a third of CHROs (36%) identify building inclusive leadership in a hybrid workplace as one of their top three priorities for the next three months. Long-term (12 months and out), they also see leadership development (34%) and establishing a hybrid work model (32%) as their top focus areas.
Focusing on the employee experience is key to both retention and to navigating the new world of hybrid work. Strong leadership skills are critical to retaining and engaging talent; leaders shape the vision for their team, coach employees, influence well-being and support the redesign of work, all of which contribute to overall employee experience. Yet many leaders have little experience in managing a hybrid workplace and have yet to establish protocols and best practices for how to lead in a hybrid world. Many will need personalized coaching and training on how to do it successfully, inclusively and with empathy.
Meanwhile, even if only a fraction of the employees who say theyโre looking actually leave your company, youโll still have a significant percentage of people who are unhappy enough to want to leave. There will also be others who may not be looking but are likely to be approached by recruiters seeking to lure talent away with the promise of higher compensation, work-from-anywhere options and other perks. Look to adopt a strategy of โre-recruitingโ: proactively make a compelling internal offer to your top current employees to entice them to stay, rather than waiting for them to get an offer elsewhere and have to compete.
Use employee listening tools, preference analytics and sentiment surveys to better understand employeesโ needs and identify flight risks early on. Wherever possible, take a personalized approach to design the right compensation and benefits to motivate them to stay, and consider offering development opportunities that help them grow. Finally, work to strengthen and reinforce the employee value proposition as a way to attract and retain talent.
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The study was completed by PWC.
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