Much has changed in the years following the 2020 pandemic. One of the most significant shifts that has reshaped our lives is the one happening inside the workplace, where people experienced both the confinement and freedoms of working from home for several months due to the health threat posed by COVID-19. What happened following this major event is that, according to the U.S. Bureau of Labor Statistics, in 2021 over 47 million Americans voluntarily quit their jobs. This event is now known as The Great Resignation.

However, this is not just a short-term trend provoked by the pandemic. In fact, the average monthly quit rate increased by 0.10 percentage points each year between 2009 and 2019 (as stated in this article by the Harvard Business Review). This means that The Great Resignation was not an anomaly caused by Covid-19, but the result of years and years of underlying, relentless change in society and in the workforce.

Along with the Great Resignation, we also have the phenomenon of Quiet Quitting. Quiet Quitting is the trend where employees do the bare minimum to keep their jobs, fulfilling their job descriptions, showing up, and getting paid, but not going above or beyond, taking initiative, or engaging more than absolutely necessary. While some argue that Quiet Quitting is simply a workforce learning to set healthy boundaries, and that may be true, there is no doubt that a business without employees who are passionate about their work cannot expect to become (or remain) competitive.

Why are these two phenomena - The Great Resignation and Quiet Quitting - happening now?

There are many theories, but they all come down to burnout, stress, poor work-life balance, and the shift in priorities that many experienced as a result of the pandemic. More than ever before, employees state that they want a job that has meaning for them. They want to be themselves at work, they want to be physically and mentally healthy, and they want to feel valued both in terms of recognition and compensation. 

Work is such a huge part of our lives, and after the pandemic, people have decided  that they want, and they need, more from their jobs.

So what can employers do to win new employees and long-term employee commitment in this new era of work?

Embrace remote work and flexible hours

Companies that have the vision and resources to offer flexibility to their employees are the most likely to maintain a stable and competitive workforce. Not all jobs can be done from home and not all people want to work from home, but offering the choice to the employees who would benefit from having a flexible schedule can definitely change the way they work, while reducing stress and burnout. 

Build a culture that makes people want to stay

A strong company culture should foster a sense of belonging and purpose among employees. Invest in creating a positive and supportive work environment that encourages collaboration, innovation, and growth. Fair compensation, work-life balance, and benefits are important, but so is working in a company where employees get along with their colleagues, where they have some control over their schedules, and where they feel comfortable sharing their thoughts, concerns, and ideas.

Make work meaningful

Employees are more likely to be engaged and motivated when they feel like their work has a positive impact. People want to feel useful, to make a difference, to be a substantial part of the company, not just a number. Passionate people - the kind of employees you need -  want to be passionate about and engaged in what they do to earn a living. There is a tendency to think that some types of jobs are inherently meaningful, and other types of jobs are simply not meaningful, but that is not true. All jobs are important … imagine how awful it would be to walk into a filthy or disorganized grocery store. The people who keep the aisles clean and stock the shelves are incredibly important. You may not love the task of folding and putting away clothing, but there are plenty of people who find that work to be very gratifying.

It is the role of leadership and management to ensure that every employee knows the importance and value of their work. By tying every single job — from your most senior engineer to the people who pick, pack and ship the boxes — to the success of the company, you help employees see the value of their work. 

This can’t be just talk though. It means valuing the work enough to sometimes do the work with them, to include the workers in providing input about making decisions regarding process, tools, or technology that will be used to do their work, to provide regular and specific acknowledgement for their contributions, and to ensure that pay is equitable and appropriate.

Rethink your approach to employee retention and attraction

Provide opportunities for professional development and growth. Companies that demonstrate a commitment to improving their employees' long-term career prospects by offering training are best able to attract and retain talent.

Another key to retain employees is to hire good managers; talented people that can lead and are able to inspire the workforce and share the passion and the value of the job.

Competitive compensation and benefits will always be important for attracting and retaining top talent. Pay strategies should be transparent. This doesn’t mean each person should know what every other person earns! This means that the pay range for each role should be clear, and that employees should know what they must do to advance within their pay range and how much time it takes to achieve better pay.  Provide employees with access to wellness programs, mental health support, and other resources to help them maintain a healthy work-life balance.

The “traditional” workplace has always been flawed, and with the rise of the internet and the ease of doing remote work, employees have more options than ever before. Companies must adapt.

Flexible companies with strong leaders and a shared work culture will attract and retain employees who are motivated and invested in not only doing their job, but doing a good job! Employees that want to stay and help the company grow. Employees who are enthusiastic collaborators and dedicated contributors.